Strategic Diversity “Sharpening the HR Edge”. Dr. Barbara Lyon, SPHR Professor, Human Resource...
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Strategic DiversityStrategic Diversity“Sharpening the HR Edge”“Sharpening the HR Edge”
Dr. Barbara Lyon, SPHRProfessor, Human Resource ManagementTarleton State University--Central Texas
Killeen, Texas
Texas State Council Mini-District 8 2006 Annual Diversity Conference
Waco, Texas
Dr. Barbara Lyon, SPHRProfessor, Human Resource ManagementTarleton State University--Central Texas
Killeen, Texas
Texas State Council Mini-District 8 2006 Annual Diversity Conference
Waco, Texas
Strategic DiversityStrategic Diversity
“Sharpening the HR Edge”
“Sharpening the HR Edge”
HRM: A Complex Practice
HRM: A Complex Practice
HR Practice
Social Pressure Managers
Employees
Customers
Organizational Ethics
Policies
Reward Systems
Government Requirements
Laws
Standards
Personal Ethics Goals
Values
Beliefs
Sharpening the “HR EDGE”
Sharpening the “HR EDGE”
Throughout Texas, SHRM chapters and Texas State Council members focus their collective
energy toSharpen the HR EDGE by:
Educating communities,Developing leaders,Growing chapter membership, and Empowering success.
Visit the Texas State Council Web site at http://www.tsc-shrm.org/
Throughout Texas, SHRM chapters and Texas State Council members focus their collective
energy toSharpen the HR EDGE by:
Educating communities,Developing leaders,Growing chapter membership, and Empowering success.
Visit the Texas State Council Web site at http://www.tsc-shrm.org/
Educating communities,Developing leaders,Growing chapter membership,
and Empowering success.
Educating communities,Developing leaders,Growing chapter membership,
and Empowering success.
Management RolesManagement Roles Strategic
Mission, Vision, Values TOWS [SWOT] Goals and Objectives
Administrative Policies and Procedures Benefits and Services Reporting (production, EEO/AA,
etc.)
Operational Production Marketing Finance and Accounting HRM (staffing, compensation,
training, labor relations, safety and security)
Strategic Mission, Vision, Values TOWS [SWOT] Goals and Objectives
Administrative Policies and Procedures Benefits and Services Reporting (production, EEO/AA,
etc.)
Operational Production Marketing Finance and Accounting HRM (staffing, compensation,
training, labor relations, safety and security)
HRM StrategyHRM Strategy
Strategic Issues Workforce trends, Community development, Organizational restructuring
Balanced Scorecard Standards Metrics Measurements
Strategic Issues Workforce trends, Community development, Organizational restructuring
Balanced Scorecard Standards Metrics Measurements
MGMT 2006 = (V3 + C3)(E3)MGMT 2006 = (V3 + C3)(E3)
Volume Velocity Values
Circumstances Complexity Consequences
Environment Ethics Standards Expectations
Volume Velocity Values
Circumstances Complexity Consequences
Environment Ethics Standards Expectations
V3 =
C3 =
E3 =
Diversity development is not just another “hat to wear.”
It’s about understanding and appreciating people as individuals.
I have no desire for another hat!
“My work is diverse enough!”
“My work is diverse enough!”
It is a philosophy, deeply centered in the U.S.
Constitution and in American history.
It’s all about
“We the people...”
Diversity Is “US”Diversity Is “US”
Diversity Development Programs
Diversity
Understanding
Diversity
Management
Diversity
Appreciation
Diversity DevelopsDiversity Develops
It’s actually much more than dealing
with diversity in your organization;
diversity is about engaging people, embracing new
perspectives, and improving
productivity.
Diversity DevelopsPerformance
Diversity DevelopsPerformance
●How do you define individual performance?
●What individual characteristics lead to high performance levels in your organization?
●How do you define individual performance?
●What individual characteristics lead to high performance levels in your organization?
AdaptivePerformance
AdaptivePerformance
1. Handling emergencies or crisis situations
2. Managing work-related stress
3. Solving problems creatively
1. Handling emergencies or crisis situations
2. Managing work-related stress
3. Solving problems creatively
Pulakos, E. D., & Arad, S. (2000), Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology 83(4), 612-624.
Adaptive Performance
Adaptive Performance
Pulakos, E. D., & Arad, S. (2000), Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology 83(4), 612-624.
4. Dealing with uncertainty
5. Learning new work-related tasks and procedures
6. Demonstrating interpersonal flexibility and open-mindedness
Adaptive Performance
Adaptive Performance
7. Understanding and integrating into other groups, organizations, or cultures
8. Adjusting to challenging physical environments
7. Understanding and integrating into other groups, organizations, or cultures
8. Adjusting to challenging physical environments
Pulakos, E. D., & Arad, S. (2000), Adaptability in the workplace: Development of a taxonomy of adaptive performance. Journal of Applied Psychology 83(4), 612-624.
Diversity Development
Programs
Diversity
Understanding
Diversity
Management
Diversity
Appreciation
Research Says…Research Says…
How people are similar and different is important to effective interaction.
Effective interaction involves interrelated cognitive, behavioral and affective components.
How people are similar and different is important to effective interaction.
Effective interaction involves interrelated cognitive, behavioral and affective components.
Miville, M. L. Gelso, C. J., Pannu, R., Liu, W., Touradji, P., Holloway, P., Fuertes, J. (1999). Appreciating simialrities and valuing differences: The Miville-Guzman Universality-diversity scale. Journal of Counseling Psychology 46(3), 291-307.
“Universal Diverse Orientation”
DiversityUnderstandingUnderstanding
Ethnocentrism
Backlash
Administrative Justice
Culture
ProceduralJusticeBias
Prejudice
DiversityUnderstanding
Education
Economics
Communication Styles
Personality
Emotional Stability
Talents
Values
SocialSkills
Diversity Development
Diversity
Understanding
Diversity
Management
Diversity
Appreciation
Diversity Appreciation
• Build productive multi-cultural and, at times, multi-tasked work groups & teams
• Tap full potential of every employee
• Manage conflicts efficiently & effectively
Diversity Development Programs
Diversity
Understanding
Diversity
Management
Diversity
Appreciation
Diversity Management
Procedural Justice Perceived fairness of the
processes and procedures used to make decisions about employees
Administrative Justice Perceived fairness in the
manner in which policies are applied to individuals.
Focus on the organization’s mission and vision
Direct activities at building new products, services and markets
Focus on the organization’s mission and vision
Direct activities at building new products, services and markets
Diversity Management
Executive Commitment
Management Development
Work Team Training and Development
Diversity Management
Create Decision-making Synergy
Develop flexible work teams.
Turn every “mistake” into a “learning opportunity.”
Set realistic work loads and schedules.
Create a sense of belonging and ownership.
Diversity Management
Create Decision-making Synergy
Managers who direct outcomes maintain a 46% plans success rate.
Managers who involve
others in decision-making have a 60% plans success rate.
“Making Tough Decisions” (Jossey-Bass)
Diversity Management
• Set reasonable policies.
• Be fair and consistent in making decisions.
• Show respect for all organizational members.
• Lead and delegate effectively.
Diversity Management
It can feel like a balancing act!It can feel like a balancing act!
Managers must frame their decision approach within a set of questions related to: Personal values
Organizational standards
[values and practices]
Professional codes and Legal issues.
Managers must frame their decision approach within a set of questions related to: Personal values
Organizational standards
[values and practices]
Professional codes and Legal issues.
Diversity Management
Diversity, EEO & EthicsDiversity, EEO & Ethics
EthicalProfessional
Practices
Technical
Proficiency
Strategic
Awareness
Conscious
Integrity
Organizational
Understanding
Know Yourself First
Know Yourself First
Understand your personal foundation and biases
Know your strengths
Know your weaknesses
Understand your personal foundation and biases
Know your strengths
Know your weaknesses
EmbraceOrganizational Values
EmbraceOrganizational Values
What is right and wrong?
What is good and bad?
What does the organization believe in?
How should we behave?
What is right and wrong?
What is good and bad?
What does the organization believe in?
How should we behave?
PracticeOrganizational Values
PracticeOrganizational Values
Administrative justice
Procedural justice
Administrative justice
Procedural justice
FollowCodes and Standards
FollowCodes and Standards
Promote fairness and equitable treatment
Promote goodwill Maintain loyalty Uphold fiduciary
duties Uphold laws
Promote fairness and equitable treatment
Promote goodwill Maintain loyalty Uphold fiduciary
duties Uphold laws
Equal EmploymentOpportunity
AffirmativeAction
From a Legal Perspective...
Diversity Management
EEO / AA Response to legal,
moral, social responsibilities
Focused on collaboration and opportunities
“Facial neutrality” centered (EEOC)
Involves everyone Proactive
Response to legal, moral, social responsibilities
Focused on problems, issues, and differences
Compliance/report-centered (OFCCP)
Involves a few Reactive
Understand Legal Issues
Understand Legal Issues
Laws are written to help balance the rights of one individual or group with those of another.
Laws are written to help balance the rights of one individual or group with those of another.
Remember:We are Not the HR Police!
Remember:We are Not the HR Police!
Diversity & EEO Success
Philosophical foundations must be linked to organizational goals and supported by top management
Initiatives must be taken to advance value-added business components
Organizational climate must allow diversity to become a vehicle for capturing innovation and continuous performance improvement
Diversity & EEO Success
Ignite Executive Commitment
~~~> Develop a diversity
plan; show tangible and visible action.
> Request resource priority.
> Provide business case.
> Tap into community support organizations.
• Align with organization’s purpose
• Tie rewards to diversity and EEO performance
Diversity & EEO Success
• Embrace diversity and learning as a way of successful organizational life.
• Strive for continuous organizational improvements.
• Recognize that change will happen, but it takes time.
Thank you for participating
in today’s session.
~~~~~~~~~~~
Contact Information
Dr. Barbara Lyon, SPHRProfessor, Human Resource ManagementManagement, Marketing & Admin SystemsCollege of BusinessTarleton State University—Central Texas1901 S. Clear Creek RoadKilleen, TX 76549
2004-2006 Texas State Council College Rel. Co-director 2004-2006 Texas State Council HR Games Director
2004-2006 SHRM National HR Games Taskforce
2004 SHRM SW Central Region HR Games Director
2003 SHRM National College Relations Committee
2003 SHRM Area IV College Relations Director
2003 Central Texas HRMA Chapter President
2002 HR Southwest Conference Educator of the Year
1992 Texas Human Resource Educator Award
Phone: (254) 519-5444Fax: (254) 519-5490 E-mail: [email protected] Web: www.tarleton.edu/~blyon
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